A Top US & Chicago Health System - 2019 Community ......Chicago public schools: A 2018 analysis by the nonprofit Kids First Chicago showed that highly ranked schools enroll 45% of

2019 Community Health Needs Assessment and 2020 – 2022 Community Health Implementation Plan

Where we’ve been...Where we are today...

And what’s next

Table of Contents

Letter from Rush leaders 2

Where we’ve been: A progress report 4

Where we are today: The 2019 Rush University Medical Center 10 and Rush Oak Park Hospital Community Health Needs Assessment

Neighborhood profiles

Austin 16

East Garfield Park 18

Forest Park 20

Humboldt Park 22

Lower West Side 24

Near West Side 26

North Lawndale 28

Oak Park 30

River Forest 32

South Lawndale 34

West Garfield Park 36

West Town 38

What’s next: The 2020–2022 Community Health 40 Implementation Plan (CHIP)

Appendix 1: IRS Form 990, Schedule H Compliance 44

Appendix 2: Existing health care facilities and resources 45 within the community

Appendix 3: 2020–2022 CHIP at a glance 47

Appendix 4: CHNA and CHIP collaborators 49

2 Rush CHNA/CHIP 2019–2022

Research has shown that the impact of

race on health stems largely from differences

in access to resources and opportunities

that can hurt or enhance health. Additionally,

researchers have found that racial and

ethnic discrimination can negatively affect

health across lifetimes and generations.

— The Robert Wood Johnson Foundation

The goals and strategies you’ll read about in the following pages show how Rush University Medical Center and Rush Oak Park Hospital are working toward health equity.

In many of the West Side neighborhoods near Rush University Medical Center, structural racism is one of the biggest barriers to health equity.

Structural racism means the laws, policies and unofficial practices that give advantages to white people and disadvantage people of color in our society.

Structural racism takes many forms. Banks’ refusal to approve mortgage loans for homes in black neighborhoods — a policy known as “redlining” — prevented people who live there from having the same chance at home ownership as

Where you live makes a lot of difference to your health.A baby born today near Rush Oak Park Hospital is likely to live to be 82 years old. In Aurora near Rush Copley Medical Center, life expectancy is 81 years. But in West Garfield Park, near Rush University Medical Center, life expectancy is just 70 years. These disparities reinforce the fact that where you live, work and play can influence how long you live.

While violence is often blamed for the disparities in life expectancy, more than half of the early deaths in under-resourced communities are actually caused by common conditions like heart disease, cancer, stroke and diabetes. Morbidity and mortality from these and other health conditions are more prevalent in people living in neighborhoods afflicted by poverty, racism, and lack of access to health care, educational opportunities and good jobs.

All of these factors create major obstacles to health equity. According to the World Health Organization, health equity is achieved when everyone has a fair opportunity to attain their full health potential and no one is prevented from achieving that potential. Where there is more equitable access to education, jobs, resources and health care, life expectancy gaps are smaller.

A hospital’s mission is to help heal people — and that’s why Rush University System for Health is working to address the social inequities that contribute to poor health. Health equity is a

Aurora Oak ParkWest

Garfield Park

81 82 70

Loop

82

Race, racism and health equity

Letter From Rush Leaders 3

systemwide strategy for achieving Rush’s mission: to improve the health of the individuals and diverse communities we serve through the integration of outstanding patient care, education, research and community partnerships.

Because inequities are so deeply rooted in our social systems and structures, a team approach is required. We are coordinating our efforts and resources with other health systems, community residents, nonprofit organizations, government agencies and faith communities. Rush hospitals are partnering with these organizations to have a greater collective impact in our communities. In the pages that follow, you’ll read about the inequities that exist in our communities and how we are addressing them. Instead of simply treating the illnesses that are a result of these inequities, Rush is working to create healthier communities.

K. Ranga Rama Krishnan, MD CEO, Rush University System for Health

Michael J. Dandorph President, Rush University System for Health

Sherine Gabriel, MD President, Rush University

Omar B. Lateef, DO CEO, Rush University Medical Center

David Ansell, MD, MPH Senior Vice President for Community Health Equity, Rush University Medical Center Associate Provost for Community Affairs, Rush University

Bruce M. Elegant President and CEO, Rush Oak Park Hospital

Barry C. Finn President and CEO, Rush Copley Medical Center

Susan Crown Board chair, Rush University System for Health and Rush University Medical Center

Gary McCullough Board chair, Rush Oak Park Hospital

Bruce Dienst Board chair, Rush Copley Medical Center

people in white neighborhoods. Students of color have less access to top-rated Chicago public schools: A 2018 analysis by the nonprofit Kids First Chicago showed that highly ranked schools enroll 45% of the district’s black students, 72% of Latinx students and 91% of white students (despite the fact that the district is 90% nonwhite).

And these are just two examples. People of color feel the effects of structural racism everywhere, from employment to wealth accumulation, from criminal justice to health care. Ultimately, this affects their health and overall well-being. It also affects where people choose to live: Chicago’s black population has declined for seven straight years, according to the U.S. Census Bureau.

Undoing those effects means working to reform systems that are hundreds of years old. It means providing resources and opportunities that will help close the gaps in education, housing, employment, income, health care and other areas. And it means working to heal our communities in ways that go far beyond just providing health care.

When everyone has more opportunities to be healthier, everyone in our community benefits.


Where we’ve been: A progress reportCollaborating more with other health systems was one of the biggest changes spurred by Rush’s partnership with the Alliance for Health Equity (AHE) in creating our last Community Health Needs Assessment (CHNA): Health inequities are so deeply rooted in longstanding conditions that one organization alone cannot address them, so we’re working in partnership with others. Based on the data we analyzed and the community feedback we received, we’ve also made a number of other changes in how we do things at Rush University Medical Center and Rush Oak Park Hospital.

• We formed West Side United (WSU) with five other health systems and the Illinois Medical District, plus community residents, education providers, the faith community, business, government and other organizations. By addressing inequality in health care, education, economic vitality and the physical environment, our goal is to reduce the life expectancy gap between the Chicago Loop and the West Side by 50% by 2030.

• We adopted an Anchor Mission Strategy that guides how we use our economic power to improve health in the communities served by Rush University Medical Center and Rush Oak Park Hospital. With thousands of employees and millions of dollars spent on goods and services every year, every dollar we spend — on payroll, medical supplies, construction, catering, donations and more — is an opportunity to support the community. Our Anchor Mission Strategy work means that we do the following:

– Hire locally and develop talent

– Use local labor for capital projects

– Buy and source locally

– Invest locally and create financial stability for employees

– Volunteer and support community-building

Where We’ve Been: A Progress Report 5

• We helped form the West Side Anchor Committee under the umbrella of WSU, with representatives from six West Side health care institutions and the Illinois Medical District, that together employ more than 43,000 people and spend $2.8 billion on supplies and services each year. Each is adopting its own anchor mission strategy.

• Rush University Medical Center is a partner in the Chicago HEAL Initiative (HEAL) begun by U.S. Sen. Dick Durbin, bringing together 10 Chicago hospitals to reduce gun violence, heal the physical and mental trauma of violence and create economic opportunities in our neighborhoods.

• We heard from community residents that we need to be out in the community more, so we’ve added more staff to our Office of Community Engagement and Department of Social Work and Community Health, enabling us to serve more people.

• We also heard that many people, particularly immigrants, sometimes fear seeking health care, so we created a policy to protect people who need care but lack legal permission to be in the United States. We’ve also submitted comments on proposed changes to the federal Public Charge Rule that would affect our community members’ ability to get access to health care and healthy food.

• We committed to training all Rush leaders in cultural competence (the ability to provide care to patients with diverse values, beliefs and behaviors) and implicit bias (unconscious associations that can lead us to evaluate someone negatively on the basis of characteristics such as race, gender, ability or sexual orientation).

• We know that Rush has to think about how government policy shapes health care, so we supported the Tobacco 21 legislation that increases the legal age for buying tobacco products in Illinois from 18 to 21. Gov. J.B. Pritzker signed this bill into law in April 2019.

In addition to these changes, our 2016 CHNA gave rise to the following goals and strategies that made up our 2017–2019 Community Health Implementation Plan (CHIP). Some of these strategies required intensive planning, so they didn’t begin producing results immediately, but all of them eventually went into effect between fiscal years 2017 and 2019. Here’s a look at the impact of that work.


Rush University Medical Center and Rush Oak Park Hospital Community Health Implementation Plan, 2017–2019

GOAL 1 Reduce inequities caused by the social, economic and structural determinants of health

STRATEGY Improve educational attainment

MEASURES Evaluate and retool existing programs; identify neighborhoods and schools with the highest need; implement updated strategy and begin tracking improvements

RESULTS We selected West Side partner schools that include Helen M. Hefferan STEM Elementary School, Robert Nathaniel Dett Elementary School, Washington Irving Elementary School, Genevieve Melody STEM Elementary School, Josiah Pickard Elementary School, Michele Clark Magnet High School, Instituto Health Sciences Academy, Benito Juarez Community Academy and Richard T. Crane Medical Prep High School. Students whose participation is noted below came from these schools and others on the West Side.

Tracking improvements is a long-term goal, but we have tracked program reach to date: 1,900 students participated in enrichment, instruction and work-based learning. 334 teachers/school leaders participated in professional development sessions. 250+ high school students participated in apprenticeship/internship program. 1,700+ students and parents attended events on STEM/health care topics. 50+ high school students participated in externship program. 25 students trained as peer educators. 1,400 students participated in curriculum about chronic conditions/risk factors screening. 93 students participated in IT certification and apprenticeship program. 450 students participated in workshops on health equity, health careers, college readiness and professionalism.

STRATEGY Identify, measure and mitigate the social determinants of health among those at risk — particularly children, young adults and people with chronic illnesses

MEASURE Develop and implement social determinants of health screening tool with a goal of screening and referring 25% of eligible patients

RESULTS Developed and implemented tool and established eligibility criteria; screened and referred 7,000 people

STRATEGY Participate in regional community health improvement collaboratives

MEASURES Collect and share health data; annually create a regional approach to improving one or more social, economic and structural determinants of health

RESULTS Collected and shared health data with AHE and others; in partnership with AHE, developed 2 regional approaches to improve outcomes related to food insecurity and housing


GOAL 2 Improve access to mental and behavioral health services

STRATEGY Address psychological trauma through screening tools and referral programs in school-based health centers and faith-based organizations

MEASURES Develop and pilot school-based and church-based screening, wellness and referral networks; roll out church-based screening to at least 5 partner churches annually; begin screening 500 students annually at Rush’s school-based health centers

RESULTS Spiritual Care Training developed and conducted with 5 churches; trained 240 community members in Mental Health First Aid; referred more than 700 people to mental health services; screened more than 2,000 students at school-based health centers

STRATEGY Expand access to other screenings and services

MEASURE Train 200 community members in Mental Health First Aid

RESULTS 240 people trained

MEASURE Link 100 people to needed mental health services

RESULTS More than 700 people referred to services


GOAL 3 Prevent and reduce chronic conditions and risk factors

STRATEGY Reduce risk factors through assessments, chronic condition management programs and better access to healthy food

MEASURE Donate food daily for distribution to people in need

RESULTS Rush Food Surplus program provided more than 60,000 meals from Rush University Medical Center and Rush Oak Park Hospital to partner institutions Franciscan Outreach and Oak Park River Forest Food Pantry. Also implemented Top Box program that enabled Rush employees and community members to purchase more than 3,500 boxes of fresh produce

MEASURE Create faith-based programs in at least one community of need to help people reduce cardiovascular and diabetes risk factors; expand education and screening programs into at least one community of need and hold events for at least 300 people

RESULTS Added 7 new church partners across multiple communities; screened and provided educational materials to more than 1,500 people; engaged more than 300 people in Walk to Wellness program

STRATEGY Expand free and subsidized screenings

MEASURE Provide breast cancer screening and follow-up to at least 300 uninsured women

RESULTS 750 women screened in partnership with the Metropolitan Chicago Breast Cancer Task Force

STRATEGY Develop and deliver community services to help people stop smoking

MEASURE Integrate counseling into existing community service projects with goal of achieving 10% decrease in tobacco use among participants

RESULTS Began building infrastructure. To date: 11 people trained to provide in-person Courage to Quit classes; more than 100 providers trained to talk to patients about tobacco; developed partnership between Rush, Pro-Change Behavior Systems and Illinois Tobacco Quitline; invested $10,000 in training and personnel to help partner housing for low-income people become a smoke-free community


GOAL 4 Increase access to care and community services

STRATEGY Expand access to primary care medical homes for people without insurance and for others without medical homes

MEASURE Refer at least 150 uninsured people to medical homes each year

RESULTS Connected more than 850 people with CommunityHealth, which helps enroll people in insurance, and integrated referral process with Franciscan Outreach shelter

STRATEGY Implement adverse childhood event screenings and referrals at school-based health centers

MEASURE Screen 500 students each year

RESULTS 999 students screened

STRATEGY Expand access to insurance

MEASURE Develop process for referring and enrolling the uninsured; set baseline numbers for both

RESULTS Connected more than 850 people with CommunityHealth, and integrated referral process with Franciscan Outreach shelter


Where we are today: The 2019 Rush University Medical Center and Rush Oak Park Hospital CHNA When we created our 2016 CHNA, we knew it was just the first document of an ongoing journey. Health inequities are the result of decades of injustice, so it will take a long time to fix them.

We’re glad to see that some of the health factors we’ve been tracking show improvement. For example, data available in 2016 showed unemployment in West Garfield Park at 27%. It’s down to 19%, although that’s still significantly higher than the citywide rate of 11%. Similarly, according to 2016 data, 35% of people in South Lawndale lacked health insurance, and that’s down to 29% — but still significantly higher than the citywide rate of 15%.

In other words, health equity gaps remain. So the needs, goals and strategies you’ll read about in the following pages are nearly the same as the ones we outlined in our 2016 CHNA and 2017–2019 CHIP, with several important adjustments.

For example, citywide public health data — as well as data from our emergency rooms — shows that more black women have pregnancy-related complications than white women, so we’ve added a new CHIP goal to improve the health of these mothers and babies.

We’ve also worked to coordinate our efforts across AHE, WSU, the West Side Anchor Committee and HEAL to deepen our impact.

This CHNA adds Humboldt Park to our list of communities served. It was a gap in our previous West Side map, but we know that people who live there come to Rush University Medical Center and Rush Oak Park Hospital. We also see some needs in the communities of Bridgeport, McKinley Park and Berwyn. While we don’t have many programs in these communities, we’re considering whether we should expand our reach to include them.

Where We Are Today: 2019 CHNA 11

When you examine the life expectancy map of Chicago, residents who live closest to excellent health care at Rush University Medical Center had among the worst health outcomes in the city. The answer is not just about providing more health care. If we don’t address the social and structural conditions with the greatest bearing on health outcomes — like poverty, structural racism, poor educational achievement, food insecurity, housing and safety on Chicago’s West Side — we will not achieve our mission of improving health. David Ansell, MD, MPH Senior Vice President for Community Health Equity, Rush University Medical Center Associate Provost for Community Affairs, Rush University

How we created this report

This CHNA followed a process similar to the creation of our 2016 CHNA to identify the health needs in the communities we serve on the West Side of Chicago and the western suburbs.

Rush University Medical Center and Rush Oak Park Hospital worked with the AHE, which brings together more than 30 nonprofit and public hospitals, seven local health departments and more than 100 community organizations to improve health across Chicago and Cook County. Each hospital has to conduct its own CHNA, so it made sense to come together to align our goals, analyze data and talk with community members: Collaborating with the AHE helps all member hospitals make sure we’re targeting the right areas of need and working toward the same goals, so we can make a real difference.

Rush Copley Medical Center worked with Kane Health Counts and other community partners on its own CHNA, using data and community input from people who live in Kane, Kendall and other counties in the Rush Copley service area. Its CHNA and CHIP differ slightly from what you’ll read here, but the focus


on health equity — and the strategies for achieving it — is consistent across the entire Rush system. You can read the Rush Copley CHNA and CHIP at www.rushcopley.com/about/community-health-needs-assessment-reports/.

Health care is an evidence-based profession, so of course this CHNA contains a lot of data about the factors that have an impact on health in 12 of the neighborhoods where many Rush University Medical Center and Rush Oak Park Hospital patients live. We acknowledge some limitations with our data, including gaps in data for our suburban communities and quantitative information about mental health at a community level. Qualitative information is also limited by the number of people who chose to participate in our surveys and focus groups.

We worked with the AHE to collect and analyze data from sources that include the federal American Communities Survey; the Chicago, Cook County and Illinois departments of public health; the Healthy

Chicago Survey; and the Centers for Disease Control and Prevention. This data helped us and other AHE partners identify needs for our CHNAs and create strategies for our CHIPs.

Data doesn’t give us the whole picture. It’s just as important for us to have input from the people who live in the neighborhoods we serve.

Together with the AHE and WSU, we held more than 25 conversations where we invited people to talk with us about health in their neighborhoods. The Alliance for Health Equity conducted another 23 discussions around the city and Cook County. We met with neighbors at churches, parks, community centers and other gathering places, and also conducted a written and electronic survey; in total, we heard from more than 2,000 community residents in five different languages.

That feedback told us what’s most important in each neighborhood according to the people who live there.

https://www.rushcopley.com/about/community-health-needs-assessment-reports/


Neighborhood data snapshots

For each neighborhood, we list some of the things that can help make the quality of life better, like grocery stores and public parks. We compiled our lists — which we realize are not exhaustive — with the help of NowPow, the software Rush uses to connect patients to resources, along with input from people who live in each neighborhood.

It’s important to keep in mind that these lists don’t tell the whole story. For example, a neighborhood might have several public parks, but if people don’t feel safe spending time there, how much do the parks contribute to quality of life? A neighborhood might have one large grocery store, but if it’s not easy or safe for most people to walk there, how big an asset is it? For that matter, how do we define a grocery store? Is it a big supermarket, or a bodega that includes fresh produce? We tried to be inclusive, and also to understand the context around the information provided.

And we want to be sure we acknowledge one major category of assets: the hundreds of community-based organizations where people come together to strengthen neighborhoods and support the people who live there. Many of the people who work in these organizations provided us with quotes about what health equity means to them, and also participated in our focus groups.

Neighborhood data includes the following:

Life expectancy: Chicago’s differences in life expectancies between neighborhoods are some of the highest in the nation.Data sources: Chicago Department of Public Health (CDPH), Cook County Department of Public Health (CCDPH), Illinois Department of Public Health (IDPH) Vital Stats, 2013–2017

Total population, race and ethnicity, percentage of immigrants: This data gives a quick overview of who lives in each neighborhood. Data source: U.S. Census Bureau American Community Survey 2013–2017 (ACS)

Unemployment rate: A community’s rate of unemployment is a strong indication of its health. In many neighborhoods, the unemployment rate is down since our last CHNA but still above the citywide average. Data source: ACS

Feeling of safety: This data reflects how many people say they feel safe in their neighborhood most of the time or all of the time. Data source: Chicago Police Department


Individual poverty and child poverty: Poor people are less likely to be healthy. This data shows the percentages of adults and children 17 and under who live in households with income below the federal poverty level. Data source: ACS

Servings of fruit and vegetables: People who eat the recommended amounts of healthy food are healthier overall. Data sources: Healthy Chicago Survey; Centers for Disease Control and Prevention Behavioral Risk Factor Surveillance System (BRFSS)

Older adults living alone: Older people who are lonely die at a much higher rate than those who are less socially isolated. Data source: ACS

Housing cost burden: If you have to pay 30% or more of your income for housing, you might not be able to afford basics like food, clothing, transportation and health care. Data source: ACS

No high school diploma: People who don’t graduate from high school are more likely to have lower incomes and to develop chronic illnesses; on average, those without a high school diploma live 12 years less than those with one. Data source: ACS

Good prenatal care: Consistent prenatal care means that a mom is more likely to have a healthy pregnancy and a healthy baby. Data source: IDPH Vital Stats, 2013–2017

Health care coverage: People who don’t have health insurance have worse access to health care than people who are insured, and often go without care because of cost. Data source: ACS

Chronic conditions and risk factors: Diabetes, obesity, hypertension (high blood pressure) and smoking are indicators of overall health. Data source: Healthy Chicago Survey

Good prenatal care is important because early, consistent care gives us better opportunities to make sure mothers stay healthy and have the right nutrition, education and mental health support — and we also have the opportunity to intervene early if something is not right.

Janice Phillips, PhD, RN Director of Nursing Research and Health Equity Rush University Medical Center Associate Professor, Rush University College of Nursing


Humboldt Park

North Lawndale

South Lawndale

AustinOak Park

River Forest

ForestPark

West Town

West Garfield

Park

EastGarfield

Park

Near West Side

Lower West Side

To create this map of where people in the Rush University Medical Center and Rush Oak Park Hospital service area experience the most hardship, we used the following six factors from the American Community Survey:

• Dependency (the number of people under age 18 and over age 64)

• Crowded housing (the percentage of housing with more than one person per room)

• Poverty

• Per-capita income

• Unemployment

• No high school diploma

Each neighborhood snapshot also includes comments from people who came to the discussions, completed surveys and live in our communities. On the following pages, you’ll see what some of the challenges look like — and what some of the bright spots in each neighborhood look like as well.

We want to talk about solutions alongside challenges. The CHIP goals at the end of this report, updated for 2019, address the concerns that we see in the public health data and that we heard from people who came to discussions and filled out surveys.


Bright spots

*Percentages rounded

Life is better and healthier with resources like...

Austin Coming TogetherA coalition of community-based organizations that are collaborating to improve education and economic development outcomes for Austin

New Moms Helps young mothers with safe, stable housing, job training and parenting skills, as well as doula services and a prenatal support group 6 grocery stores and food markets

5 pharmacies

16 public parks

2 community-based health centers

36 public and private schools

5 churches that partner with Rush

82% Black

13% Hispanic/Latino

5% White

.5% Asian

1% Other

AustinLife expectancy Race/Ethnicity*

71Austin

77Chicago

82Loop Total

97,611

Austin community members said that even though

there are a lot of corner stores, it can be hard to find

healthy food. A lot of people said they don’t feel safe

in the neighborhood, and several mentioned that Austin

needs more mental health services to help people deal

with depression and PTSD after witnessing violence.

Challenges

Rush UniversityMedical Center

Rush Oak ParkHospital

64%CHI

22%CHI

78%CHI

36%CHI

31%CHI

A lower percentage of moms get good prenatal care than in the city overall.

55%AUS

49%AUS

About half of people spend a third or more of their income on housing.

42%AUS

30%AUS

Fewer people in Austin than in Chicago overall say they feel safe in their neighborhood.

Poverty rates are higher than the city average.

Individuals in poverty Children in poverty

55%AUS

“ Health equity is equal access to resources: quality education, decent jobs, physical safety and diverse populations living side by side.”

“ I’m most proud of our schools on the West Side!”

Austin 17

“ We have to go miles to grocery stores because they aren’t in walking distance — what is often around is corner stores or fast-food restaurants.”

31%CHI

20%AUS

Just 1 in 5 people say they get 5 servings daily of healthy food like fruits and vegetables.

36%AUS

28%CHI

19%CHI

38%AUS

Diabetes Obesity

Hypertension Smoking

31%CHI

39%AUS

9%CHI

14%AUS

The rates of some chronic conditions and risk factors are higher than the citywide rates.

More people are working: The unemployment rate is down almost 5% from 2016 (although unemployment is still about 7% higher than in the rest of Chicago).

Life expectancy


Race/Ethnicity*

Bright spots

82Loop



BreakthroughHelps people get out of poverty with programs around education, job training, health, violence prevention and spiritual development

Garfield Park Community CouncilBrings community members and allies together to build a stronger community by supporting new businesses, housing, safety programs and wellness

90% Black

4% Hispanic/Latino

5% White

.4% Asian

1% Other

77Chicago

69East Garfield

Park

East Garfield Park

Total 20,234

A need for more mental health services in East Garfield

Park came up often in focus groups. People also talked

about the effects of disinvestment on the West Side

going back decades, and about the lack of quality jobs

and education, which contributes to violence.

Challenges



0 grocery stores or food markets

18 public parks


3 mental health centers



64%CHI

36%CHI

22%CHI


31%CHI

East Garfield Park 19

“ Health equity is that everyone has the right to receive medical treatment and care.”

“ Hospitals train staff on mental health; why not train residents, too? We can use it and share it in our community.”

78%CHI

67%EGP

Fewer people in East Garfield Park than in Chicago overall say they feel safe in their neighborhood.

55%EGP

43%EGP

Poverty rates are higher than the city average.


52%EGP

More than half of people spend a third or more of their income on housing.

52%EGP

“ I like the sense of community on the West Side.”

18%EGP

11%CHI

Unemployment is down, but still higher than the city average.

28%EGP

28%CHI

19%CHI

37%EGP

Diabetes Obesity


31%CHI

33%EGP

9%CHI

8% EGP

Most chronic condition and risk factor rates match city averages, but East Garfield Park has more people who smoke.

Race/Ethnicity*Life expectancy

Bright spots

Challenges

82Loop

20 Rush CHNA/CHIP 2019–2022*Percentages rounded



People talked about wanting more diversity and racial

equity in their community. They also mentioned a

need for more mental health services, as well as social

services for LGBTQ people; others talked about a lack

of job opportunities and affordable housing.

2 grocery stores and food markets

7 child care centers

3 public parks

3 mental health facilities

2 nursing care facilities



Howard Mohr Community CenterWith programs for everyone including a day care program, a food pantry, Meals on Wheels and transportation for seniors

Housing ForwardOffers housing and a shelter for people experiencing homelessness, plus services to help people move from housing crisis to housing stability

31% Black

9% Hispanic/Latino

48% White

11% Asian

2% Other

77Chicago

77Forest Park

Forest Park

Total 14,137



31%CHI

36%CHI

11%CHI

Many people spend a third or more of their income on housing.

Forest Park focus group participants identified their top 5 health concerns

Almost 1,000 people in Forest Park are older adults who live alone.

40%FP

94%FP

83%CHI

Most people have at

least a high school

education.

15%FP

22%CHI

11%FP

Poverty rates are lower than in Chicago.


10%FP

The unemployment rate is a little lower than the rate in Chicago.

“ There’s a small-town feel here, with a lot of local businesses, but also easy access to the city.”

“ We could use more community services sponsored by the hospital, such as the smoking cessation class, which is very helpful.”

Forest Park 21

“ Everyone deserves a fair chance to lead a healthy life and should have full access to the opportunities that enable them to do so without discrimination.”

31%CHI

1 Mental health (e.g., depression, anxiety, post-traumatic stress disorder, suicide)

2 Age-related illness (e.g., arthritis, hearing/vision loss, dementia/Alzheimer’s)

3 Obesity

4 Diabetes

5 Cancer and dental problems (tie)

And they identified the top 5 things necessary for a healthy community

1 Access to health care and mental health services

2 Access to community services

3 Access to healthy food

4 Affordable housing

5 Access to transportation


Bright spots



Bickerdike Redevelopment Corp.Founded by neighbors and community groups to provide affordable housing in Humboldt Park and nearby neighborhoods, and working to improve quality of life in the community

Kelly Hall YMCA A place where people of all ages, interests and abilities come together to participate in programs designed to keep youth and families safe and motivated to succeed 4 grocery stores and food markets

5 pharmacies


15 public parks



37% Black

55% Hispanic/Latino

6% White

.6% Asian

2% Other

Humboldt Park

Life expectancy Race/Ethnicity*

75Humboldt

Park

77Chicago

82Loop Total

56,248

Gentrification is a concern for people who worry that

there will be less affordable housing in the neighborhood.

Community members also talked about the need for

better education and jobs for youth, and the problems

that arise when young people wind up with criminal

records after being arrested for minor offenses.

Challenges



31%CHI

78%CHI

36%CHI

15%CHI

22%CHI

More people lack health insurance than the Chicago average.

22%HP

46%HP


41%HP

31%HP

30%HP

17%CHI

Almost a third of

people didn’t graduate

from high school.

Fewer people in Humboldt Park than in Chicago overall say they feel safe in their neighborhood.

Poverty rates are higher than in the city overall.


53%HP

“ Health equity is a holistic effort to ensure complete and equal access to resources that provide the best opportunity to lead a healthy life.”

“ I’m from Atlanta, but I like the sense of community on the West Side. I like to go to the Turkey Chop [restaurant] and help out.”

Humboldt Park 23

“ Our restaurant’s rent was $4,000 a month and our business was doing well. However, once they created the 606 trail, the rent went to $7,000 and we had to close down.”

22%HP

28%CHI

19%CHI

28%HP

Diabetes Obesity


31%CHI

35%HP

9%CHI

13%HP

The rates of some conditions are slightly higher than in the rest of the city, but fewer people have high blood pressure.



Bright spots

77Chicago

82Loop




22 public parks



1 church that partners with Rush

Gentrification is a major concern for many people as

housing costs rise in the neighborhood. Other issues

that came up in focus groups include gang violence,

a lack of mental health services and a need for the

community to come together to fight inequities in

education and other areas.


El ValorA cornerstone of the Lower West Side, with early childhood education programs, services for people with disabilities and programs for parents aim to build a stronger community

Instituto del Progreso LatinoProvides education, training and employment programs for immigrants that help people take part in the changing U.S. society while maintaining their cultural identity

4% Black

78% Hispanic/Latino

15% White

2% Asian

1% Other

Total 32,998



81Lower

West Side

Lower West Side

Challenges

28%CHI

31%CHI

9%CHI

The rates of diabetes and hypertension are a little higher than in the rest of the city, but the obesity rate is lower.

19%CHI

†We didn’t have enough data to calculate how many Lower West Side community members are smokers.

N/A†LWS

31%LWS

Diabetes Obesity


24%LWS

13%LWS

33%LWS

17%CHI

About a third of


from high school.

78%CHI

69%LWS

Fewer people on the Lower West Side than in Chicago overall say they feel safe in their neighborhood.

21%CHI

35%LWS

More people on the Lower West Side are immigrants than in Chicago overall.

“ Health equity is the opportunity for all individuals to access the support they need for physical and mental wellness.”

“ The biggest challenge is displacement of those with lower resources — we’re being forced out. The landlord will remodel an apartment and then start charging $2,000 in rent.”

“ The West Side is growing in every way!”

Lower West Side 25

More people are working: The unemployment rate is down almost 7% from 2016, and unemployment is about 2% lower than in the rest of Chicago.

31%CHI

36%LWS

About a third of people say they get 5 servings daily of healthy food.

15%CHI

One in four people doesn’t have health insurance.

25%LWS


Bright spots

77Chicago

82Loop






18 public parks


4 hospitals


People have concerns about gentrification changing

the neighborhood, which can lead to higher housing

prices and different kinds of stores. They also say

there’s a need for more health insurance and mental

health services, places to buy healthy food and

affordable child care.


Near West Side Community Development Corp.Provides services like job and financial skills training, housing, youth programs and community development to improve the neighborhood’s jobs, education and amenities

Chicago Center for Arts and Technology A place with arts and technology programs for youth, job training programs for adults and art studios, plus a beautiful space for everyone

30% Black

10% Hispanic/Latino

42% White

16% Asian

3% Other

Total 62,560

78Near

West Side

Near West Side

Challenges



19%CHI

31%CHI

31%CHI

36%CHI

22%CHI

11%CHI

28%CHI

9%CHI

10%NWS

24%NWS

Diabetes Obesity


20%NWS

6%NWS

The rates of many chronic conditions and risk factors are lower than in the city overall.

28%NWS

Just over one-fourth of people spend a third or more of their income on housing.

27%NWS

25%NWS

The poverty rates are comparable to the city overall.


“ Health equity to me is that there are no barriers or prejudice that people face when receiving care.”

“ Most of us don’t have health insurance. You can’t get a mammogram or go to the doctor for checkups. If we had health insurance we would go more often, not just when we’re sick.”

78%CHI

82%NWS

Most people on the Near West Side feel safe in their neighborhood.

9%NWS

The unemployment rate is slightly lower than in the city overall.

“ The West Side is growing — it’s up and coming; there’s growing beauty.”

Near West Side 27


1 grocery store or food market


13 public parks




88% Black

8% Hispanic/Latino

2% White

.2% Asian

2% Other

70North

Lawndale





UCANA youth services nonprofit focused on preventing violence, healing trauma, building strong families and educating and empowering youth

Family Focus LawndaleSupports families with after-school programs, parenting classes, early childhood home visits, doula services and more

Young people say that the neighborhood needs

programs for youth, plus more mental health

resources and education. Other community members

say that violence, gentrification and job opportunities

— especially for the formerly incarcerated — are

challenges for their community.

Bright spots

Challenges

North Lawndale

77Chicago

82Loop Total

35,423

North Lawndale 29

35%NL

28%CHI

19%CHI

35%NL

Diabetes Obesity


31%CHI

47%NL

9%CHI

13%NL

The rates of some chronic conditions and risk factors are high.


64%CHI

53%NL

78%CHI

48%NL

Fewer people in North Lawndale than in Chicago overall say they feel safe in their neighborhood.

“ On the block I live, we watch out for each other and take care of each other.”

“ I think health equity in Lawndale is related to employment, affordable and culturally relevant health care, and healthy food options.”

“ We need mentorships and programs run by young black males for young fellows who have been convicted — to help them go back to school and earn a legal income.”

The unemployment rate is twice as high as the overall rate in the city.

11%CHI

22%NL

57%NL

22%CHI

31%CHI

Poverty rates are high.


45%NL

27%NL

17%CHI

A high percentage of


from high school.

36%CHI

53%NL



Bright spots

Challenges

82Loop




Some people said that the costs of living and of

operating a small business in Oak Park can be a

challenge. Others want to see more racial diversity

and inclusiveness, more affordable housing and better

resources for child care.



22 public parks


2 hospitals



Oak Park River Forest Infant Welfare SocietyWhere children receive medical, dental and behavioral health care as well as a primary care medical home — essential for consistent care

NAMI Metro Suburban Drop-In CenterA safe place for people with mental health issues to socialize and find new skills and tools for work, life and friendship

21% Black

8% Hispanic/Latino

62% White

5% Asian

5% Other

77Chicago

82Oak Park

Oak Park

Total 51,989



11%CHI

31%CHI

36%CHI

About one in three people spends a third or more of their income on housing.

About 2,350 people in Oak Park are older adults who live alone.

34%OP

97%OP

83%CHI

Most people have at

least a high school

education.

6%OP

22%CHI

9%OP

Poverty rates are lower than in Chicago.


7%OP

The unemployment rate is a little lower than the rate in Chicago.

“ It’s safe, beautiful and clean here.”

“ We need better access to health care for those without insurance, and better help for those seeking to enroll in Medicaid.”

Oak Park 31

“ Health equity means many things — including that your likelihood of dying isn’t dependent on race, sex, sexual orientation or income.”31%

CHI

Oak Park focus group participants identified their top 5 health concerns

1 Age-related illness (e.g., arthritis, hearing/vision loss, dementia/Alzheimer’s)

2 Diabetes

3 Mental health (e.g., depression, anxiety, post-traumatic stress disorder, suicide)

4 Heart disease and stroke

5 Cancer

And they identified the top 5 things necessary for a healthy community

1 Access to health care and mental health services

2 Access to community services

3 Access to healthy food

4 Safety and low crime

5 Affordable housing


Bright spots

77Chicago

82Loop


3 grocery stores


8 public parks

2 mental health facilities

1 immediate care center


ChallengesPeople talked about a need for better mental health

services, affordable healthy food and better public

transportation. Resources for seniors also came up

as a gap; several people mentioned a wish for more

programs for young people, along with ways for youth

to tell the community what they need.


Oak Park River Forest Food PantryWhere people volunteer more than 2,100 hours every month to help feed their neighbors in 13 ZIP codes (including the Austin neighborhood)

Oak Park River Forest Community FoundationA place where donors connect to community-based nonprofits and vice versa, coming together to build a vibrant, sustainable and caring community



Total 11,217

6% Black

6% Hispanic/Latino

78% White

6% Asian

3% Other

86River Forest

River Forest

22%CHI

31%CHI

36%CHI

34%RF

Housing cost burden is similar to Chicago’s.

“ First, you have to eliminate the stigma around common mental health problems, and you need more outreach programs.”

“ Health equity happens when we work together to build resilient communities and empower individuals for a healthy future.”

97%RF

83%CHI

Most people have at

least a high school

education.

3%RF

5%RF

Poverty rates are also lower than in Chicago.


3%RF

11%CHI

The unemployment rate is lower than the rate in Chicago.

River Forest 33

“ We have great schools here, and it’s clean and quiet.”

About 420 people in River Forest are older adults who live alone.


Bright spots

77Chicago

82Loop





9 public parks



ChallengesPeople who attended focus groups identified gangs

and drugs as major concerns. They also talked about

high housing prices, the quality of schools, a need for

more mental health services and the difficulties of

getting involved in the community for people who

are undocumented.


Enlace ChicagoDedicated to helping people confront inequities and break down barriers through education, health care, immigration services and violence prevention initiatives

Erie Neighborhood HouseFounded in 1870 and today helping children and youth grow and develop, and empowering adults to build a stronger neighborhood

12% Black

84% Hispanic/Latino

3% White

.3% Asian

.4% Other

Total 73,983

81South

Lawndale


Rush Oak ParkHospitalSouth

Lawndale

19%CHI

31%CHI

36%CHI


28%CHI

9%CHI

South Lawndale 35

31%CHI

48%SL

22%CHI

35%SL



12%SL

19%SL

Diabetes Obesity


43%SL

16%SL

The rates of diabetes and obesity are high compared to the rest of the city, but hypertension and smoking are lower.

46%SL

50%SL

17%CHI

Half of the adults in

the community didn’t

graduate from high

school.

78%CHI

54%SL

Fewer people in South Lawndale than in Chicago overall say they feel safe in their neighborhood.

“ Equity in health requires institutions to love, listen to and partner with communities.”

“ There are barriers to getting involved in the neighborhood if you don’t have papers; for example, an organization that’s looking for volunteers will ask for fingerprints.”

“ Our parks are great — the new one near the Little Village arch has space for skating, bikes, soccer and a water playground.”

21%CHI

39%SL

More people in South Lawndale are immigrants than in Chicago overall.

More people are working: The unemployment rate is down 7% from 2016, and unemployment is slightly lower than in the rest of Chicago.

15%CHI

More people are without health insurance than the Chicago average.

29%SL


Bright spots

77Chicago

82Loop






8 public parks

1 community-based health center



In our focus groups, West Garfield Park community

members talked often about having to leave the

neighborhood to find affordable, healthy food and

activities for their families. They also said that

community leaders need to communicate better with

people who live in the neighborhood.


Bethel New LifeWorking for decades to create opportunities to bring people out of poverty — and to change systems and policies to help lift the entire community out of poverty

Garfield Park Community CouncilBrings community members and allies together to build a stronger community by supporting new businesses, housing, safety programs and wellness

96% Black

2% Hispanic/Latino

2% White

.2% Asian

.6% Other

70West Garfield

Park

West Garfield Park



Total 17,490

Challenges

19%CHI

31%CHI

36%CHI

28%CHI

9%CHI

Rates of chronic conditions and risk factors are higher than the city average.

45%WGP

40%WGP

34%WGP

Diabetes Obesity


13%WGP

51%WGP

55%WGP

More than half of people spend a third or more of their income on housing.

28%WGP

17%CHI

More than one-fourth of


from high school.

78%CHI

49%WGP

Fewer people in West Garfield Park than in Chicago overall say they feel safe in their neighborhood.

“ I think we need more supermarkets, because not everyone has a car. Then maybe kids will learn about fruits and vegetables and learn how to eat.”

“ The ability to increase the social capital and self-determination of those directly impacted by health inequities is health equity.”

“ We are very family-oriented, and we like that kind of atmosphere.”

West Garfield Park 37


60%WGP

47%WGP



31%CHI

22%CHI

64%CHI



Bright spots

77Chicago

82Loop




13 public parks



1 church that partners with Rush

ChallengesGentrification and its impact on the cost of housing

came up as a big concern in focus groups. The

quality of schools and the impact on young people’s

lack of preparation for good jobs was also an issue,

and people mentioned a need for services related to

mental health and substance abuse.


CommunityHealthConnects people who are low income and don’t have health insurance with primary care doctors, medical and dental care, screenings and other services for staying healthy

Greater West Town Community Development Project Focuses on jobs and education for West Town community members — and on breaking down barriers that stand in the way

8% Black

27% Hispanic/Latino

59% White

4% Asian

3% Other



81West Town

West Town

Total 84,458

19%CHI

31%CHI

36%CHI

9%CHI

28%CHI

15%WT

23%WT

Diabetes Obesity


19%WT

4%WT

The rates of some chronic conditions and risk factors are lower than in the rest of the city.

27%WT

About one-fourth of people spend a third or more of their income on housing.

“ Our health system should be equitable so every family can bear the weight of serious illness without the additional fear of poverty or collapse.”

“ When I bought my house, my taxes were $400 a year, and now they’re $11,500 a year. For the people who stay here, working modestly, it’s almost impossible.”

90%WT

83%CHI

Most people have high

school diplomas.

78%CHI

85%WT

More people in West Town than in Chicago overall say they feel safe in their neighborhood.

11%CHI

5%WT

The unemployment rate is lower than in the city overall.

“ One of the best things about our community is the culture — we don’t lose our culture.”

West Town 39

More than 1,660 older adults in West Town live alone.

22%CHI

21%WT

15%WT

Poverty rates are lower than in the city overall.


31%CHI

Almost three-quarters of moms get good prenatal care.

71%WT

64%CHI


What’s next

Rush University Medical Center and Rush Oak Park Hospital Community Health Implementation Plan (CHIP), 2020–2022

Instead of creating a separate CHNA and CHIP as we did in 2016, this year we’ve combined them so we can talk about health equity solutions in the same document where we outline the challenges our neighborhoods face.

On the next phase of our journey toward health equity, we’ll keep concentrating on the goals we and our partners identified in 2016:

• Reduce inequities caused by social, economic and structural determinants of health

• Increase access to mental and behavioral health services

• Prevent and/or manage chronic conditions and risk factors

• Increase access to quality health care

And we’re adding one new goal:

• Improve maternal and child health outcomes

According to data released in 2018 by the Illinois Department of Public Health, non-Hispanic black women in our state were six times as likely to die of a pregnancy-related condition as non-Hispanic white women. In Chicago, an average of seven babies per 1,000 under age 1 die each year — but in East Garfield Park and North Lawndale, where almost 90% of residents are black, that number is twice as high. Eliminating disparities and driving better outcomes for moms and babies is the focus of this new goal.

While many of our CHIP strategies remain the same, we’ve added some new ones and adjusted others slightly according to what we’ve learned. Because making lasting, widespread change requires a massive team effort, the following goals align with the goals adopted by the AHE, WSU, HEAL and the Healthy Chicago 2.0 plan from the Chicago Department of Public Health; nearly every hospital in Cook County is also working toward similar goals. In the following pages, icons indicate where our work dovetails with that of the AHE ( A ), HEAL ( H ) and WSU ( W ).


STRATEGY Improve K–16 educational outcomes through skills development, internships and industry-recognized credentials H W

INITIATIVE Provide high school and college apprenticeship/internship programs that serve at least 250 students annually

INITIATIVE Increase student and family interest and awareness of STEM/health care topics and careers through work-based learning experiences, serving 1,250 students and 150 parents/community members annually

INITIATIVE Ensure that 75% of all participating high school students are on track to receive an industry- recognized credential

STRATEGY Identify the social determinants of health through screenings, and refer those in need of social services A W

INITIATIVE With West Side ConnectED, roll out screening tool to Rush Oak Park Hospital and Rush Copley Medical Center; screen 10,000 patients/community members annually and connect them to resources

INITIATIVE Integrate social determinants of health screening into community-based programming, connecting with at least 3 partners per year

STRATEGY Increase local hiring and develop career ladders for employees H W

INITIATIVE Launch 4 career pathway programs, including medical assistant, nursing assistant, nursing and health IT, serving 375 people over the next 3 years

INITIATIVE Work in partnership with WSU toward its goal of employing 3,500 West Side community members over the next 3 years

STRATEGY Increase spending with local businesses H W

INITIATIVE Increase local vendor presence at all 3 hospitals; goal is 3 vendors per year (beginning in FY20 for Rush Oak Park Hospital and in FY21 for Rush Copley Medical Center)

INITIATIVE Rush University Medical Center will aim to increase its FY20 spending with West Side vendors by at least $1.4 million

STRATEGY Increase investment in local communities A W

INITIATIVE Invest $7.5 million in West Side communities over 3 years through partnership with WSU

What’s Next: The 2020–2022 CHIP 41


GOAL 2 Increase access to mental and behavioral health services

STRATEGY Conduct community-based trainings — including train-the-trainer programs — in Mental Health First Aid and Spiritual Care A W

INITIATIVE Pilot a West Side health ministry among 5 churches in those communities

INITIATIVE Conduct Mental Health First Aid training for 500 people over 3 years

STRATEGY Increase community screenings and referrals to mental health services A H W

INITIATIVE Pilot a faith-based mental health support service across 3 West Side churches

INITIATIVE Provide mental health screenings to 1,000 Chicago Public School students through Rush’s School-Based Health Centers (SBHCs)

INITIATIVE Conduct workshops on trauma-informed care, awareness building and stigma reduction in 5 West Side churches

STRATEGY Provide mental health clinical services in community settings through partnerships; support community-based efforts A H W

INITIATIVE Partner with 5 West Side schools that do not have SBHCs

GOAL 3 Prevent and/or manage chronic conditions and risk factors

STRATEGY Reduce risk factors through assessments, health education/promotion and chronic condition management programs, with a focus on hypertension (e.g., West Side Alive, Live Healthy West Side) A W

INITIATIVE Evaluate current programs and align them across the Rush System

INITIATIVE Serve 750 people over 3 years with programming about chronic conditions (including hypertension) and risk factors; train staff and volunteers from 10 community organizations to offer chronic condition self-management education to 300 people

STRATEGY Improve access to healthy food A W

INITIATIVE Expand Food is Medicine program across Rush University Medical Center and Rush Oak Park Hospital and serve people identified as food-insecure

INITIATIVE Expand Top Box Foods to 5 community partners in West Side neighborhoods

INITIATIVE Continue Rush Food Surplus Program and donate 20,000 meals per year

INITIATIVE Pilot new access initiatives for food security, including meal delivery

What’s Next: The 2020–2022 CHIP 43

STRATEGY Develop and deliver community programs to help people stop smoking

INITIATIVE Decrease tobacco use prevalence among program participants at partner agencies by 10% in 3 years

INITIATIVE Bring lung health programming to 5 community-based partners

INITIATIVE Continue local and regional advocacy efforts to promote lung health

GOAL 4 Increase access to quality health care

STRATEGY Expand access to primary care medical homes for those with or without insurance, and help people obtain insurance when possible

INITIATIVE Talk about primary care and insurance with 85% of patients before they’re discharged from a specific unit at Rush University Medical Center

INITIATIVE Refer 400 people per year to CommunityHealth and other partner agencies

STRATEGY Support training and deployment of community health workers A W

INITIATIVE Pilot integration of one community health worker into a SBHC to increase access to care for young people and their families

INITIATIVE Enhance community health worker team with 3 local hires over the next 3 years, and support community-based organizations in their efforts

GOAL 5 Improve maternal and child health outcomes

STRATEGY Participate in Live Healthy West Side collaborative, focused on maternal and child health A W

INITIATIVE Determine interventions and set baseline measures in year 1; ongoing implementation in years 2-3

STRATEGY Support breastfeeding education and promotion programs

INITIATIVE Continue participation in Baby-Friendly USA Inc., and provide education and outreach to at least 500 women annually

STRATEGY Identify pregnant and parenting women with high Adverse Childhood Experiences (ACEs) scores and connect them to evidence-based home-visiting programs A H

INITIATIVE Provide coordinated referrals for parenting support services to those with ACEs ≥ 3

INITIATIVE Implement depression screening and linkages to care during new OB visits, postpartum visits and newborn/infant visits

A = AHE H = HEAL W = WSU


Appendix 1: IRS Form 990, Schedule H ComplianceUnder the provisions of the Patient Protection and Affordable Care Act of 2010, a Community Health Needs Assessment (CHNA) also serves to satisfy certain requirements of tax reporting for nonprofit hospitals. The following table highlights the elements of this CHNA that relate to elements requested as part of nonprofit hospital reporting on IRS Form 990 Schedule H.

IRS Form 990, Schedule H Element Rush University Medical Center Rush Oak Park Hospital

Part V Section B Line 1a A definition of the community served by the hospital facility

Pages 11, 15 Pages 11, 15

Part V Section B Line 1b Demographics of the community

Pages 16-39 Pages 16-39

Part V Section B Line 1c Existing health care facilities and resources within the community that are available to respond to the health needs of the community


Part V Section B Line 1d How data was obtained


Part V Section B Line 1f Primary and chronic disease needs and other health issues of uninsured persons, low-income persons and minority groups


Part V Section B Line 1g The process for identifying and prioritizing community health needs and services to meet the community health needs


Part V Section B Line 1h The process for consulting with persons representing the community’s interests

Page 12 Page 12

Part V Section B Line 1i Information gaps that limit the hospital facility’s ability to assess the community’s health needs

Page 12 Page 12

Appendix 2: Existing health care facilities and resources within the communityThis list contains information collected through focus groups, NowPow and community resources; we realize that it is not exhaustive.

ACCESS at Anixter Center

ACCESS at Sinai

ACCESS Austin Family Health Center

ACCESS Bethany Family Health Center

ACCESS Cabrini Family Health Center

ACCESS Centro Medico

ACCESS Centro Medico San Rafael

ACCESS Community Health Network

ACCESS Humboldt Park Family Health Center

ACCESS Madison Family Health Center

ACCESS Pilsen Family Health Center

ACCESS Plaza Family Health Center

ACCESS Servicio Medicos la Villita

ACCESS Westside Family Health Center

Alivio Medical Center

Alivio Medical Center–Western

Alivio Medical Center at Little Village Lawndale High School

AMITA Health Saints Mary and Elizabeth Medical Center–Saint Mary Campus and Saint Elizabeth Campus

Aperion Care Forest Park

Austin Health Center of Cook County

Berkeley Nursing and Rehab Center

Bobby E. Wright Comprehensive Community Mental Health Center

California Gardens and Rehabilitation Center

Center Home for Hispanic Elderly

Centro De Salud Esperanza

CILA Residential

Community Care Options–Fillmore

Community Counseling Centers of Chicago

CommunityHealth

Dr. Jorge Prieto Health Center of Cook County

El Valor Residence

Elmhurst Memorial Elmhurst Clinic–Oak Park

Erie West Town Health Center

Erie Clemente Wildcats School-Based Health Center

Erie De Diego Health Center

Erie Division Street–Erie Family Health Center

Erie West Town–Erie Family Health Center

Erie Westside Health Center

Erie Westside Health Center at Laura S. Ward Elementary

Esperanza Little Village

FamilyPlex

Garfield Park Behavioral Hospital

Generations at Columbus Park

Gottlieb Center for Immediate Care

Haymarket Center

Health Connect One

Hope Health and Wellness Center

Infant Welfare Society’s Children Clinic

Jesse Brown VA Medical Center

John H. Stroger, Jr. Hospital of Cook County

Lawndale Christian Health Center–Breakthrough Urban Ministries

Lawndale Christian Health Center–Farragut Academy

Lawndale Christian Health Center–Homan Square

Lawndale Christian Health Center–Ogden Campus

Lawndale Mental Health Center

Little Village Nursing and Rehabilitation

The Loretto Hospital

Appendices 45


Lower West Neighborhood Health Center

Loyola Center for Health at Oak Park

Marillac Social Center

Mayfield Care Center

Mile Square Health Center

Mile Square School Based Health Centers

MISG Community Mental Health

Mount Sinai Hospital

NAMI Metro Suburban Drop-In Center

Nazareth Family Health Center

Norwegian American Hospital

Oak Park Counseling Center

Oak Park Healthcare Center

Oak Park Veterans Center

Oak Street Health

Oakpark Community Mental

Pacific Garden Mission Health Clinic

Paramount of Oak Park

Park House Nursing and Rehabilitation Center

PCC Community Lake Street Family Health Center

PCC Community South Family Health Center

PCC Walk-In Wellness Center at Norwegian American Hospital

PCC West Town Family Health Center

Pilsen Wellness Center

PrimeCare Community Health Center–West Town

Pro Health Medical Center

Riveredge Hospital

RML Specialty Hospital Chicago

Rush Oak Park Hospital

Rush School-Based Health Center at Crane Medical Preparatory

Rush School-Based Health Center at Orr Academy

Rush School-Based Health Center at Simpson Academy for Young Women

Rush Sue Gin Health Clinic at Oakley Square

Rush University Medical Center

Sacred Heart Home

Saint Anthony Hospital

Schwab Rehabilitation Hospital

The Children’s Clinic

The Suburban Fellowship Center

Thresholds Carroll Street

Thrive Counseling Center

UI Health

West Side Community Triage and Wellness Center

West Suburban Medical Center

Winston Manor CNV and Nursing

Youth Services of Oak Park

Appendices 47

Appendix 3: 2020–2022 CHIP at a glance


STRATEGY Improve K–16 educational outcomes through skills development, internships and industry-recognized credentials H W

INITIATIVES Provide high school and college apprenticeship/internship programs that serve at least 250 students annually

Increase student and family interest and awareness of STEM/health care topics and careers through work-based learning experiences, serving 1,250 Students and 150 parents/community members annually

Ensure that 75% of all participating high school students are on track to receive an industry- recognized credential

STRATEGY Identify the social determinants of health through screenings, and refer those in need of social services A W

INITIATIVES With West Side ConnectED, roll out screening tool to Rush Oak Park Hospital and Rush Copley Medical Center; screen 10,000 patients/community members annually and connect them to resources

Integrate social determinants of health screening into community-based programming, connecting with at least 3 partners per year

STRATEGY Increase local hiring and develop career ladders for employees H W

INITIATIVES Launch 4 career pathway programs, including medical assistant, nursing assistant, nursing and health IT, serving 375 people over the next 3 years

Work in partnership with WSU toward its goal of employing 3,500 West Side community members over the next 3 years

STRATEGY Increase spending with local businesses H W

INITIATIVES Increase local vendor presence at all 3 hospitals; goal is 3 vendors per year (beginning in FY20 for Rush Oak Park Hospital and in FY21 for Rush Copley Medical Center)

Rush University Medical Center will aim to increase its FY20 spending with West Side vendors by at least $1.4 million

STRATEGY Increase investment in local communities A W

INITIATIVE Invest $7.5 million in West Side communities over 3 years through partnership with WSU

GOAL 2 Increase access to mental and behavioral health services

STRATEGY Conduct community-based trainings — including train-the-trainer programs — in Mental Health First Aid and Spiritual Care A W

INITIATIVES Pilot a West Side health ministry among 5 churches in those communities

Conduct Mental Health First Aid training for 500 people over 3 years

STRATEGY Increase community screenings and referrals to mental health services A H W

INITIATIVES Pilot a faith-based mental health support service across 3 West Side churches

Provide mental health screenings to 1,000 Chicago Public School students through Rush’s School-Based Health Centers (SBHCs)

Conduct workshops on trauma-informed care, awareness building and stigma reduction in 5 West Side churches

STRATEGY Provide mental health clinical services in community settings through partnerships; support community-based efforts A H W

INITIATIVE Partner with 5 West Side schools that do not have SBHCs

(continued on next page) A = Alliance for Health Equity (AHE) H = Chicago HEAL Initiative (HEAL) W = West Side United (WSU)


GOAL 3 Prevent and/or manage chronic conditions and risk factors

STRATEGY Reduce risk factors through assessments, health education/promotion and chronic condition management programs, with a focus on hypertension (e.g., West Side Alive, Live Healthy West Side) A W

INITIATIVES Evaluate current programs and align them across the Rush System

Serve 750 people over 3 years with programming about chronic conditions (including hypertension) and risk factors; train staff and volunteers from 10 community organizations to offer chronic condition self-management education to 300 people

STRATEGY Improve access to healthy food A W

INITIATIVES Expand Food is Medicine program across Rush University Medical Center and Rush Oak Park Hospital and serve people identified as food-insecure

Expand Top Box Foods to 5 community partners in West Side neighborhoods

Continue Rush Food Surplus Program and donate 20,000 meals per year

Pilot new access initiatives for food security, including meal delivery

STRATEGY Develop and deliver community programs to help people stop smoking

INITIATIVES Decrease tobacco use prevalence among program participants at partner agencies by 10% in 3 years

Bring lung health programming to 5 community-based partners

Continue local and regional advocacy efforts to promote lung health

GOAL 4 Increase access to quality health care

STRATEGY Expand access to primary care medical homes for those with or without insurance, and help people obtain insurance when possible

INITIATIVES Talk about primary care and insurance with 85% of patients before they’re discharged from a specific unit at Rush University Medical Center

Refer 400 people per year to CommunityHealth and other partner agencies

STRATEGY Support training and deployment of community health workers A W

INITIATIVES Pilot integration of one community health worker into a SBHC to increase access to care for young people and their families

Enhance community health worker team with 3 local hires over the next 3 years, and support community-based organizations in their efforts

GOAL 5 Improve maternal and child health outcomes

STRATEGY Participate in Live Healthy West Side collaborative, focused on maternal and child health A W

INITIATIVE Determine interventions and set baseline measures in year 1; ongoing implementation in years 2-3

STRATEGY Support breastfeeding education and promotion programs

INITIATIVE Continue participation in Baby-Friendly USA Inc., and provide education and outreach to at least 500 women annually

STRATEGY Identify pregnant and parenting women with high Adverse Childhood Experiences (ACEs) scores and connect them to evidence-based home-visiting programs A H

INITIATIVES Provide coordinated referrals for parenting support services to those with ACEs ≥ 3

Implement depression screening and linkages to care during new OB visits, postpartum visits and newborn/infant visits

A = Alliance for Health Equity (AHE) H = Chicago HEAL Initiative (HEAL) W = West Side United (WSU)

Appendices 49

Appendix 4: CHNA and CHIP collaborators

Rush Oak Park Hospital, Rush University Medical Center and Rush University John Andrews, MHSM, strategic sourcing manager–purchased services and business diversity manager, purchasing and contracting

David Ansell, MD, MPH, senior vice president for community health equity; associate provost for community affairs

Alexis Artman, health systems management student

Lisa Barnes, PhD, director, Center of Excellence on Disparities in HIV and Aging; professor, neurological sciences, behavioral sciences and Rush Alzheimer’s Disease Center

Julia S. Bassett, MBA, MHSM, manager, health and community benefit; adjunct faculty, health systems management

Teresa Berumen, lead community health worker, social work and community health

Marie Bryan, business manager, community-based practices

Lynne Casey, senior marketing project manager

Vidya Chakravarthy, MS, director, population health

Angela Cooper, DNP, RN, director, nursing

Arlene Cruz, director, human resources

Linda Dowling, BSN, RN, lung cancer screening coordinator

Chris Evans, RN, unit director, Wound Care Center

Colleen Frankhart, writer/editor

Natalia A. Gallegos, MPH, program manager, strategic initiatives, Rush Education and Career Hub (REACH)

Sharon Gates, MA, senior director, Rush Community Service Initiatives Program (RCSIP)

Robyn L. Golden, MA, LCSW, associate vice president, population health and aging

Jennifer Grenier, DNP, director, nursing rehabilitation services

Rachel Gustafson, MSN, RN, clinical nurse leader, emergency department

Darlene Oliver Hightower, JD, vice president, community health equity

Nikki Hopewell, senior communications strategist, diversity and inclusion

Jantelle Jackson, clinic coordinator, Rush University Cancer Center

Taylor Janneck, health systems management student; administrative project assistant, community health and benefit

LaDawne Jenkins, MSRA, manager, operations and community engagement initiatives

Colin Jensen, LCSW, manager, social work, care management

Kimberly Johnson, program coordinator, operations and community engagement initiatives

Rukiya Curvey Johnson, MBA, director, REACH

Tricia Johnson, PhD, associate chair, research and education; professor, health systems management

Michael Jones, manager, community programs, human resources

Alison Jordan, DNP, clinical nurse leader, telemetry unit

Wrenetha Julion, PhD, MPH, RN, professor and chairperson, women, children and family nursing

Brittney Lange-Maia, PhD, MPH, assistant professor, preventive medicine; epidemiologist, Center for Community Health Equity

Sally Lemke, DNP, director, community-based practices; instructor, women, children and family nursing

Ashley Levitan, RN, BSN, lung cancer screening coordinator

Gina Lowell, MD, MPH, director, community health, pediatrics; assistant professor, pediatrics

Elizabeth Lynch, PhD, director, community health; research director, Center for Urban Health Equity; associate professor, preventive medicine

Marie A. Mahoney, editor and senior director, marketing and communications

Angela Moss, PhD, RN, assistant dean, faculty practice; assistant professor, community, systems and mental health nursing

Christopher Nolan, MPA, system manager, community health and benefit; instructor, health systems management

Joyce Nowak, RT, pulmonary rehabilitation therapist


Terry Peterson, MPA, vice president, corporate and external affairs; chair, Diversity Leadership Council

Janice Phillips, PhD, RN, director, nursing research and health equity; associate professor, community, systems and mental health nursing

Nathaniel Powell, MSW, MA, program coordinator, community health and benefit

Monique Reed, PhD, MS, RN, assistant professor, community, systems and mental health nursing; BMO Harris Bank Health Disparities Fellow

Grisel Rodriguez-Morales, MSW, LCSW, manager, health promotion and Rush Generations programs

Steven K. Rothschild, MD, chair, family medicine; medical director, population health

Kimberly Sareny, director, creative and brand strategy, marketing and communications

Raj C. Shah, MD, associate professor, family medicine and Rush Alzheimer’s Disease Center; co-director, Center for Community Health Equity

Rachel Smith, MBA, program manager, social determinants of health

Bradley Spencer, senior editor/writer, internal communications and media relations

Padraic Stanley, MSW, LCSW, program coordinator, health promotion and disease prevention

Rachel E. Start, RN, MSN, director, ambulatory nursing, nursing practice, and magnet performance

Patty Stevenson, graphic designer

Elizabeth Stewart, DNP, RN, director, skilled care unit

Shweta Ubhayakar, MBBS, MS, manager, community anchor mission; instructor, health systems management

Eric Yang, MPH, statistician, Center for Community Health Equity

Laura Zimmermann, MD, MS, medical director, prevention center; primary care internist; assistant professor, preventive medicine and internal medicine

Rush Oak Park Hospital Board of Trustees

Rush University Medical Center Board of Trustees

Rush Oak Park Hospital executive management

Rush University Medical Center executive management

West Side United TeamKaren Aguirre, MPH, program manager

Martina Coe, MPH, program manager

Stephanie Gomez, MA, program manager

Ayesha Jaco, MAM, senior program manager

Elena Jimenez, MPP, program manager

Neighborhood Profile ContributorsScott Dunnell, PR/communications manager, School District 91

Maurice Fears, executive director, Kelly Hall YMCA of Metropolitan Chicago

Victoria Finner, medical phlebotomist team leader/trainer, Lawndale Christian Health Center

Danton Floyd, founder and lead organizer, 360 Nation

Rey B. Gonzalez, president and CEO, El Valor

Luis Gutierrez, founder and CEO, Latinos Progresando

Denise Holman, health services manager, Deborah’s Place

Liz Holt, executive director, Oak Park River Forest Chamber of Commerce

Bradly K. Johnson, director of core programs, BUILD, Inc.

Garth T. Katner, PhD, resource development manager, West Town Bikes

Laurie Kokenes, executive director, Forest Park Chamber of Commerce & Development

Bertha Segura De Gonzalez, Vital Bridges food pantries coordinator, Heartland Alliance

Mark Tisdahl, volunteer and outreach coordinator, Sarah’s Inn

Focus Group HostsSara Avalos, program governance/parent engagement manager, El Valor

Nathan Bedell, workforce development coordinator, Breakthrough Urban Ministries

Amanda Benitez, director of community health, Enlace

Mike Bryant, pastor, Kedvale New Mt. Zion M.B. Church

Esther Corpuz, chief executive officer, Alivio Medical Center

DeWayne F. Davis, pastor, New Morning Star

Appendices 51

Donald Dew, president and chief executive officer, Habilitative Systems

Percy Giles, pastor, Temple of Faith MB Church

Celia Gonzalez, strategic relations program coordinator, AMITA Health Saints Mary and Elizabeth

Jessica Guerrero, program manager, BUILD, Inc.

Denise Holman, health services manager, Deborah’s Place

Rocio Juarez, service and advancement coordinator, CristoRey High School

Norman Kerr, vice president, violence prevention, UCAN

Helen Little, Coalition of Hope, Pleasant Grove MB Church

Rose Mabwa, senior community life manager, Oakley Square Apartments

Nicole Paprocki, lead teacher, Instituto Health Science Career Academy

Sandra Ramirez, director of development, Alivio Medical Center

Luecendia Reed, assistant director of family support programs, New Moms

Eugenia Robinson, first lady, St. Stephen AME

Anwar Smith, managing director of CBK and program operations, By the Hand Club for Kids

Mike Tomas, executive director, Garfield Park Community Council

Steve Spiller, pastor, Greater Galilee Baptist Church

2019 Chicago Community Trust On the Table ParticipantsKaren Aguirre, MPH, program manager, West Side United

David Ansell, MD, MPH, senior vice president for community health equity; associate provost for community affairs, Rush

Amanda Benitez, director of community health, Enlace

Paul Bennett, manager of community initiatives, AgeOptions

Felicia Brown, employee and community member, Rush

Brandi Calvert, senior director, housing operations, Center for Housing and Health

Carlos DeJesus, senior director, Center for Housing and Health

Frida De Santiago, engagement specialist, New Moms

Donald Dew, president and chief executive officer, Habilitative Systems

Scott Dunnell, PR/communications manager, Forest Park School District 91

Maurice Fears, executive director, Kelly Hall YMCA of Metropolitan Chicago

Sandra Guthman, chair, community and government affairs committee of the Board of Trustees, Rush

Jermaine Harris, community policing sergeant, Chicago Police Department

Ann Healing, director of volunteer and church engagement, Breakthrough

Darlene Oliver Hightower, JD, vice president, community health equity, Rush

Anthony Hixson, community health worker and community member, Rush

Jackie Iovinelli, executive director, Park District of Forest Park

Bradly K. Johnson, director of core programs, BUILD, Inc.

Ruben Johnson, program director, UCAN

Nykesha Jones, community health worker and community member, Rush

Janea Kitchen, community health worker and community member, Rush

Jess Lynch, MCP, MPH, program director, Center for Community Capacity, Alliance for Health Equity, Illinois Public Health Institute

Eugenia Olison, manager, Oakley Square Apartments

Cindy Matias, health and nutrition manager, El Valor

Christopher Nolan, MPA, system manager, community health and benefit; instructor, health systems management, Rush

Carson Poole, urban planner and independent contractor

Nathaniel Powell, MSW, MA, program coordinator, community health and benefit, Rush

Ornella Razetto, manager of social services, CommunityHealth

Chartay Robinson, program manager, Office of Research Affairs, Rush


Mark Tisdahl, volunteer and outreach coordinator, Sarah’s Inn


Mike Tomas, executive director, Garfield Park Community Council

Juan Villalobos, manager, community engagement, BUILD, Inc.

Hannah Weigel, volunteer manager, Hephzibah

Michelle Zurakowski, executive director, Oak Park River Forest Food Pantry

Alliance for Health Equity

Illinois Public Health Institute Staff

Leah Barth, MPH, program associate, Center for Community Capacity, Alliance for Health Equity

Elissa Bassler, MFA, chief executive officer

Laurie Call, director, Center for Community Capacity, Alliance for Health Equity

Andi Goodall, program associate, Center for Community Capacity, Alliance for Health Equity

Jess Lynch, MCP, MPH, program director, Center for Community Capacity, Alliance for Health Equity

Genny Turner, MIPS, MCPM, program manager, Center for Community Capacity Development, Alliance for Health Equity

Steering Committee

Brenda Battle, RN, BSN, MBA, vice president, care delivery innovation, Urban Health Initiative, and chief diversity, inclusion and equity officer, The University of Chicago Medicine and Biological Sciences

Michelle Blakely, PhD, chief operations officer, Norwegian American Hospital

DonElla Bradford, MA, MBA, manager, community benefit and relations, Ingalls Memorial Hospital, University of Chicago Medicine

Stephen Brown, MSW, LCSW, director of preventive emergency medicine, University of Illinois Hospital and Health Sciences System

Craig Cathcart, director of legislative affairs and advocacy, Swedish Covenant Hospital

Posh Charles, MS, vice president, community affairs, Northwestern Medicine

Bonnie Condon, MTS, MS, vice president, community health and faith outreach, Advocate Aurora Health

Megan Cunningham, JD, managing deputy commissioner, Chicago Department of Public Health

Mary Kate Daly, MBA, executive director, Lurie Children’s Healthy Communities, Ann & Robert Lurie Children’s Hospital of Chicago

Kiran Joshi, MD, MPH, senior medical officer, Cook County Department of Public Health

Jennifer Koehler, JD, vice president, external affairs, Loyola University Health System

Gina Massuda-Barnett, MPH, deputy director of public health programs, Cook County Department of Public Health

Lori Mazeika, MS, director, marketing and public relations, Palos Health

Eva McMiller, MBA, director, hospital operations, Roseland Community Hospital

Cody McSellers-McCray, MPH, regional director, community health, AMITA Health

Julie Morita, MD, commissioner, Chicago Department of Public Health

Hugh Musick, MS, co-director, Institute for Healthcare Delivery Design, University of Illinois Hospital and Health Sciences System

Christopher Nolan, MPA, system manager, community health and benefit; instructor, health systems management, Rush

Roberta Rakove, MPH, senior vice president, strategy and external affairs, Sinai Health System

Pamela Roesch, MPH, director of health equity and research assessment, Sinai Urban Health Institute

Leslie Rogers, CHE, administrator, professional and community affairs, South Shore Hospital

Jackie Rouse, MHA, DrPH, director, community health, South Chicagoland, Advocate Aurora Health

Jameika Sampson, MPH, MBA, director, community health and well-being, Mercy Hospital and Medical Center

Gabrielle Sauder, MSN, DNP, director, mobile services, Norwegian American Hospital


Will Snyder, MPP, senior vice president, chief advocacy officer, AMITA Health

Angela K. Waller, former director, community engagement and strategic partnerships, The Loretto Hospital

Fabiola Zavala, MPH, director, community health, MacNeal Hospital, Loyola University Health System

The CHNA and CHIP are part of Rush’s mission to support the vitality and well-being of our communities. For more information about Rush’s community engagement mission and activities, and to see future supplements to this document as they are posted, visit rush.edu/chna.

We welcome input from everyone in the community. If you have questions or comments, please contact us:

Via phone (312) 563-4080

Via email [email protected]

Via Facebook facebook.com/RushUniversityMedicalCenter facebook.com/RushOakPark

Via Twitter @RushMedical @RushOakPark

https://www.rush.edu/chna

https://www.facebook.com/RushUniversityMedicalCenter

https://www.facebook.com/RushOakPark

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